Financial Services CONTENTS Year Preliminary Capital. 2. Issues for Discussion Performance Preliminary Capital

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1 CAPITAL BUDGET NOTES Financial Services CAPITAL BUDGET AND PLAN OVERVIEW Financial Services' 10-Year Preliminary Capital balances the need to maintain current technology for enterprise-wide financial processes in a state of good repair (SOGR) with enhancing the City's capability to further provide real-time financial and management information for program and corporate decision-making through business intelligence, analytics and reporting. The 10-Year Capital totaling $ million allocates funding for capital investments currently identified to maintain the existing technology infrastructure in a state of good repair and includes new funding of $8.851 million for new and enhancements to existing information systems to optimize the use of the City's technology as an enabler for business transformation and associated benefits. The 10-Year Preliminary Capital will increase future year Operating Budgets by a total of $2.948 million net over the period, primarily for sustainment, maintenance and support related to the Supply Chain Management Transformation (SCMT) and Payment Card Industry (PCI) Compliance projects. CONTENTS Overview Year Preliminary Capital 5 2. Issues for Discussion 17 Appendices Performance Preliminary Capital Budget Preliminary Capital Budget; Capital Cash Flow and Future Year Commitments Preliminary Capital Budget with Financing Detail Reserve / Reserve Fund Review 30 CONTACTS Program: Mike St. Amant Treasurer Tel: (416) Mike.St.Amant@toronto.ca Corporate: Marie Barcellos Manager, Financial ning Tel: (416) Marie.Barcellos@toronto.ca

2 CAPITAL SPENDING AND FINANCING Preliminary Capital Budget and By Project Category SOGR, $37.5, 74% Legislated, $4.6, 9% $51 Million Service Improvement Growth, $8.9, 17% Related, $0.1, 0% By Funding Source Where the money goes: The Preliminary Capital Budget and totalling $ million provides funding of: $ million for the state of good repair of Financial Service's information technology systems, including upgrading and replacing outdated systems. $4.607 million for Legislated initiatives including $3.432 million for Payment Card Industry (PCI) Compliance. $8.851 million for Service Improvement initiatives to introduce data analytics, predictive modelling and reporting capabilities and supply chain management processes. Where the money comes from: Debt, $37.8, 74% $51 Million Other Revenue, $1.2, 2% Development Charges, $1.3, 3% Reserves/Reserve Funds, $10.7, 21% The 10-Year Preliminary Capital requires: Debt funding of $ million (74.1%) for transformative City-wide capital projects such as Supply Chain Management (SCMT) and the Integrated Asset ning and Management (IAPM) projects and to address aging data systems. Additional capital financing of $ million (21.0%) to be provided from reserve/reserve funds, primarily the Capital Financing Reserve. Funding from Development Charges ($1.263 million or 2.5%) as well as Other Revenue ($1.198 million or 2.3%) are utilized to fund such projects as the Development Charges Background Study and the Utility Billing System. State of Good Repair Backlog Financial Services does not have a backlog of State of Good Repair for its inventory of system applications. Funding included in the 10-Year Capital addresses all state of good repair projects based on planned lifecycle without backlogs and ensures continuity of the City s technology. toronto.ca/budget2018 2

3 OUR KEY ISSUES & PRIORITY ACTIONS Focus on business process transformation and system modernization to enhance program and corporate decision-making by providing realtime financial and management information, implementing best practices in key areas such as business analytics, predictive modelling, asset management, procurement, and providing selfservice options for vendors, clients and employees. The 10-Year Preliminary Capital includes funding of $8.211 million for state of good repair (SOGR) upgrades in 2018 to ensure sustainability of financial systems in the Payroll & Benefits ($0.909 million), Revenue Services ($5.238 million) and Financial ning ($2.064 million) business areas. Funding of $8.851 million is provided in 2018 to leverage technology to transform and automate business processes and reduce manual effort allowing for greater efficiencies. High demand for both IT and other divisional internal staff resources Competing demands for limited IT and other internal staff resources combined with efforts to consolidate initiatives across various Programs has impacted the ability to meet projected time lines. For 2017, Financial Services expects an increase in spending rates compared to the 5-year historical average despite the ongoing challenges. Financial Services will continue to actively monitor the resource demands for its projects and work closely with I&T to mitigate delays where possible CAPITAL BUDGET HIGHLIGHTS The 2018 Preliminary Capital Budget for Financial Services of $ million, excluding carry forward funding, will: Continue the Supply Chain Management Transformation ($5.641 million); Continue the Tax & Utility Modernization projects ($4.468 million); Continue the implementation of the PCI Compliance project ($3.432 million); Continue Enterprise Performance Management (EPM) Phase 2 of FPARS; and Continue the Finance Accounting Systems Information (FAST) project ($0.500 million) for scoping and identification of best practice opportunities for transforming the finance processes and reporting capabilities Preliminary Capital Budget By Project Category SOGR, $8.2, 40% Debt/CFC, $18.7, 91% $20.6 Million Reserve Funds & Development Charge, $0.7, 3% Service Improvement, $8.9, 43% Legislated & Growth Related, $3.5, 17% By Funding Source $20.6 Million Other Revenue, $1.2, 6% toronto.ca/budget2018 3

4 Actions for Consideration Approval of the 2018 Preliminary Capital Budget as presented in these notes requires that: 1. City Council approve the 2018 Capital Budget for Financial Services with a total project cost of $3.665 million, and 2018 cash flow of $ million and future year commitments of $ million comprised of the following: a) New Cash Flow Funds for: i. 3 new / change in scope sub-projects with a 2018 total project cost of $3.665 million that requires cash flow of $3.665 million in ii. iii. 11 previously approved sub-projects with a 2018 cash flow of $ million; and future year cash flow commitments of $7.779 million for 2019; and $4.275 million for previously approved sub-projects with carry forward funding from 2016 and prior years requiring 2018 cash flow of $2.814 million that requires Council to reaffirm its commitment; and b) 2017 approved cash flow for 6 previously approved sub-projects with carry forward funding from 2017 into 2018 totalling $4.757 million. 2. City Council approve the Preliminary Capital for Financial Services $ million in project estimates, comprised of $0.200 million in 2019; $2.939 million for 2020; $1.486 million for 2021; $0.450 million for 2022; $0.500 million for 2023; $2.275 million for 2024; $5.564 million for 2025; $3.252 million in 2026; and $1.718 million in City Council consider the operating costs of $2.948 million net in 2019 resulting from the approval of the 2018 Preliminary Capital Budget for inclusion in the 2018 and future year operating budgets. toronto.ca/budget2018 4

5 Part 1 10-Year Preliminary Capital toronto.ca/budget2018 5

6 Table 1a 10-Year Capital 2018 Preliminary Capital Budget and Capital (In $000s) 35,000 30,000 Carry Fwd to 2018 ($000s) 25,000 20,000 15,000 ` 10,000 5, Budget 2017 Projected Actual 2018 Preliminary Budget Carry Forward (into 2018) Gross Expenditures Debt Program Debt Target Budget 2017 Projected Actual 2018 Preliminary Capital Budget and Capital Year Total Percent Gross Expenditures: 2017 Capital Budget & Approved Future Year (FY) Commitments 29,472 16,789 13,819 5,423 19, % Changes to Approved FY Commitments 284 2,356 4,275 6, % 2018 New/Change in Scope & FY Commitments 3,665 3, % Capital Estimates 200 2,939 1, , % 2-Year Carry Forward for Reapproval 2,814 2, % 1-Year Carry Forward to ,757 Total Gross Annual Expenditures & 29,472 20,582 7,979 7,214 1, , % Program Debt Target 12,081 3,886 2,439 1, ,157 Financing: Debt 18,701 5,792 4,439 1,361 30, % Reserves/Reserve Funds 595 2,187 2,775 5, % Development Charges % Provincial/Federal Debt Recoverable Other Revenue 1,198 1, % Total Financing 20,582 7,979 7,214 1, , % By Project Category: Health & Safety Legislated 4,770 1,350 3, , % SOGR 10,523 4,070 8,211 7,979 7,214 1,361 24, % Service Improvement 14,041 11,319 8,851 8, % Growth Related % Total by Project Category 29,472 16,789 20,582 7,979 7,214 1, , % Asset Value ($) at year-end Yearly SOGR Backlog Estimate (not addressed by current plan) Accumulated Backlog Estimate (end of year) Backlog: Percentage of Asset Value (%) Debt Service Costs 281 2, ,688 Operating Impact on Program Costs 2,948 2,948 New Positions toronto.ca/budget2018 6

7 Table 1b 10-Year Capital Preliminary Capital (In $000s) 6,000 5,000 4,000 ($000s) 3,000 2,000 ` 1, Gross Expenditures Debt Program Debt Target Preliminary Capital Year Total Percent Gross Expenditures: 2017 Capital Budget & Approved Future Year (FY) Commitments 19, % Changes to Approved FY Commitments 6, % 2018 New/Change in Scope & FY Commitments 3, % Capital Estimates 500 2,275 5,564 3,252 1,718 18, % 2-Year Carry Forward for Reapproval 2, % Total Gross Annual Expenditures & 500 2,275 5,564 3,252 1,718 51, % Program Debt Target 500 1,775 2,589 2,098 4,364 31,483 Financing: Debt 500 1,775 2,589 1,402 1,268 37, % Reserves/Reserve Funds 500 2,975 1,700 10, % Development Charges , % Provincial/Federal Debt Recoverable Other Revenue 1, % Total Financing 500 2,275 5,564 3,252 1,718 51, % By Project Category: Health & Safety Legislated , % SOGR 500 2,275 5,564 3,102 1,268 37, % Service Improvement 8, % Growth Related % Total by Project Category 500 2,275 5,564 3,252 1,718 51, % Asset Value($) at year-end Yearly SOGR Backlog Estimate (not addressed by current plan) Accumulated Backlog Estimate (end of year) Backlog: Percentage of Asset Value (%) Debt Service Costs ,510 Operating Impact on Program Costs 2,948 New Positions toronto.ca/budget2018 7

8 Key Changes to the Approved Capital The 2018 Preliminary Capital Budget and the Preliminary Capital reflects slight decrease of $1.532 million in capital funding from the Approved Capital. The chart and table below provide a breakdown of the $1.532 million or 2.9% decrease in the Capital Program on an annual basis from Chart 1 Changes to the Approved Capital (In $000s) ($000s) Year Total ,193 13,819 5,623 2,939 1,611 1,230 1,000 3,550 4,889 2,698 52, ,582 7,979 7,214 1, ,275 5,564 3,252 1,718 51,020 Change % 48.9% 41.9% 145.5% (7.8% ) (63.4% ) (50.0% ) (35.9% ) 13.8% 20.5% (2.9%) Change $ 6,763 2,356 4,275 (125) (780) (500) (1,275) (1,532) As made evident in Chart 1 above, the $1.532 million decrease in the Capital is largely attributed to revised cash flows for capital projects based on updated information. As reflected in Table 2 on the following page, changes to the Approved Capital, specifically the $ million increase in capital funding over the nine common years of the Capital s ( ) arise from the reprioritization of Financial Services' capital projects based on the following factors: Cash flow funding was realigned to better reflect actual spending experience for previously approved capital projects based on readiness to proceed, alignment with project activities and timelines, compliance with legislated standards and capacity to deliver and spend. $2.814 million carried forward from 2016 and prior years into 2018 to fund projects such as the CATS Payroll Timesheet Upgrade project ($0.909 million) and the Integrated Asset ning Management project ($1.071 million). toronto.ca/budget2018 8

9 A summary of project changes for the years totalling $ million are provided in Table 2 below: Table 2 Summary of Project Changes (In $000s) $000s Capital Budget & 15,193 13,819 5,623 2,939 1,611 1,230 1,000 3,550 4,889 2, Preliminary Capital Budget & - 20,582 7,979 7,214 1, ,275 5,564 3,252 1,718 Capital Budget & Changes ( ) 6,763 2,356 4,275 (125) (780) (500) (1,275) Total 37,359 49,302 11,943 Total Project Cost Changes to Previously Approved Projects' Future Year Commitments CATS - Payroll Timesheets Upgrade 7, ,540 Electronic Self Service Tax and Utility Finance Accounting Systems Transformation (FAST) 1, ,000 IAPM - ning and Scoping 5,000 (742) 1,906 1,164 5,000 Parking Tag Mgmt Software Upgrade 2,592 2,592 PCI Compliance 10, ,362 Risk Mgmt Information System Upgrade 1, ,892 Fin.. Analysis & Reporting System (FPARS) 60,820 1,345 1,345 60,820 Supply Chain Management Transformation (SCMT 1) 8,019 1,122 1,122 8,019 SCMT - Change in Scope 2,910 2,910 2,910 Tax Billing Systems Modernization 9,922 2,000 2,000 9,922 Tax Increment Financing Implementation Utility Billing Systems Modernization 5,971 2,000 2,000 5,971 Total Changes to Previously Approved Commitments 114,329 6,508 2,356 4,275 13, ,739 Changes to Previously ned Project Estimates Capital Migration to New System 2,975 (696) (696) 280 2,975 Development Charges Background Study 1,175 (450) (450) 450 1,175 Investment & Debt Mgmt System Replacement 1,100 1,100 Parking Tag Mgmt Software Replacement 3, (75) (425) 988 3,000 Payment Processing Equipment Replacement 780 (780) (780) Risk Mgmt Information System Replacement 125 (125) SAP Upgrades (ECC, PBF, Payroll) 4,000 4,000 Tax Billing System Replacement 3,975 (500) ,975 Utility Billing System Replacement 3,975 (500) (1,275) 75 1,700 3,975 Total Changes to Previously Approved Estimates 21,105 (125) (780) (500) (1,275) (1,451) 1,718 20,800 New to the 10-Year Capital Employee Service Centre (ESC) Total New Total Changes 6,763 2,356 4,275 (125) (780) (500) (1,275) ,943 1, , Revised Total Project Cost Significant Capital Project Changes in Financial Services: Cash flow funding for the following previously approved capital projects have been adjusted based on historical spending rates, capacity and expected progress and completion of the projects, as outlined below: The Financial ning Analysis & Reporting System (FPARS) project requires previously approved and unspent funding to be carried forward into 2018 to continue with the implementation of all of the deliverables for the second phase of this project, Enterprise Performance Management. Additional 2017 carry forward cash flow funding is also required to complete the legislated Payment Card Industry (PCI) Compliance project. Changes to Previously Approved Projects' Future Year Commitments Deferrals/Accelerations: Risk Management Information System Upgrade Following the review and recommendations from the City staff-led Business Executive Committee (BEC), the project team has revised the project plan and realigned cash flow funding estimates with the expected project timelines. Tax and Utility Billing System Modernization $4.000 million in cash flow funding has been deferred from 2018 to 2020 based on revised estimates from project teams on the timing of developing key business intelligence foundational elements and Phase 3 requirements. toronto.ca/budget2018 9

10 Changes to Previously Approved ned Project Estimates Tax and Utility Billing System Modernization cash flow funding has been revised as a result of the delay on the Tax and Utility Billing System Modernization project that is currently in progress. Risk Management Information System Replacement cash flow funding has been deferred to align with the revised timeline of the Risk Management Information System Upgrade project. New to the 10-Year Preliminary Capital The following capital projects is new to the 10-Year Capital : Employee Service Centre (ESC) Project $0.255 million in seed funding is required in 2018 to perform the initial planning for a self-service portal that will allow the Pension, Payroll & Employee Benefits (PPEB) service area to be ready for future shared services Preliminary Capital Chart Preliminary Capital by Project Category (In $000s) As illustrated in Chart 2 above, the 10-Year Preliminary Capital for Financial Services of $ million provides 73.4% funding for State of Good Repair (SOGR) projects as priorities and 17.3% for Service Improvement projects. Legislative mandated and Growth Related projects represent the remaining 9.2% of projects over the 10- year period. State of Good Repair projects account for $ million for upgrades and future years replacements of information systems to improve accuracy and timeliness of information, standardize reporting practices across the City and facilitate improved information distribution to Programs, Committees and Council. Service Improvement projects account for $8.851 million which includes the completion of the FPARS project and implementation of the Supply Chain Management Transformation project as well as the new initial phase of the Finance Accounting Systems Transformation project. Legislated projects account for $4.607 million of the Capital, which includes funding to complete the PCI Compliance project and the periodic review of the Development Charges Background Study. toronto.ca/budget

11 Table 3 below details all capital projects, by category, included in the Preliminary Capital Budget and for Financial Services: Table Capital by Project Category (In $000s) 2018 Budget Total Total Project Cost Total Expenditures by Category Legislated Development Charges Background Study ,175 1,175 PCI Compliance 3,432 3,432 10,362 Sub-Total 3, ,607 11,537 State of Good Repair Capital Migration to New System ,975 CATS - Payroll Timesheets Upgrade ,540 IAPM - ning and Scoping 2,064 1,906 3,970 5,000 Investment & Debt Mgmt System Replacement ,100 1,100 Parking Tag Mgmt Software Upgrade ,726 2,592 Parking Tag Mgmt Software Replacement ,000 3,000 Risk Mgmt Information System Upgrade ,892 Risk Mgmt Information System Replacement SAP Upgrades (ECC, PBF, Payroll) 200 2,439 1,361 4,000 4,000 Tax Billing Systems Modernization 2,730 2,730 2,000 7,460 9,922 Tax Billing System Replacement 500 1,275 1, ,975 3,975 Utility Billing Systems Modernization 1,738 1,737 2,000 5,475 5,971 Utility Billing System Replacement 500 1,775 1,700 3,975 3,975 Sub-Total 8,211 7,979 7,214 1, ,275 5,564 3,102 1,268 37,474 52,542 Service Improvements Electronic Self Service Tax and Utility Employee Service Centre (ESC) Fin.. Analysis & Reporting System (FPARS) 2,345 2,345 60,820 Finance Accounting Systems Transformation (FAST) ,000 Supply Chain Management Transformation (SCMT 1) 2,731 2,731 8,019 SCMT - Change in Scope 2,910 2,910 2,910 Sub-Total 8,851 8,851 74,555 Growth Related Tax Increment Financing Implementation Sub-Total Total Expenditures by Category (excluding carry forward) 20,582 7,979 7,214 1, ,275 5,564 3,252 1,718 51, ,794 *Life to Date approved cash flows are provided for multi-year capital projects with cash flow approvals prior to 2017, excluding ongoing capital projects (i.e. Civic toronto.ca/budget

12 Capital Projects The 10-Year Preliminary Capital is in keeping with Program's objectives to balance the need to maintain existing technology infrastructure in a state of good repair to support city-wide services as well as implementing service improvements to maximize the use of the City's current financial information systems. The emphasis of the 10-Year Preliminary Capital is systems oriented, focusing on technological improvements to enhance city-wide financial processes. State of Good Repair (SOGR) SOGR projects account for $ million or 73.4% of the total 10-Year Capital 's Expenditures. The Tax Billing System Modernization project will entail a system redesign and upgrade to accommodate new technology and new approved programs that will improve on the efficiency and automation of billing and revenue processing operations; and to incorporate new web-based technology to support self-service options and improved customer service. Funding for this replacement project over the 10-Year Capital period includes $7.460 million in initial SOGR funding as well as $3.975 million for Future Upgrades. The Utility Billing System Modernization initiative requires $9.450 million in funding over to upgrade the system to ensure it will meet current and future business needs. The system supports the current billing process and combines both Water and Solid Waste into one utility bill. Improvements are required to the operating system in order to accommodate new technology that will generate efficiencies, cost-savings and enhanced service delivery. The SAP Upgrade (ECC, PBF and Payroll) project requires $4.000 million in SOGR funding to make improvements to the planning and resource allocation system and continue to implement its corporate management framework. This upgrade will improve the quality of the Programs' business planning by consolidating information to support decisions relative to resource allocation and levels of service. The Integrated Asset ning & Management (formerly the CAPTOR Migration to New System) project requires $2.064 million in 2018 and $1.960 million in 2019 funding to proceed with the current assessment of the City's asset (capital) planning, budgeting, reporting and execution processes to establish a base for strategic asset planning and management best practices and city-wide business requirements for an integrated, common, asset planning, budget and management system. This provides the opportunity to take an integrated, end to-end approach to asset planning, budgeting, financial reporting and asset management City-wide and prepare for new Provincial legislated requirement that every municipality to have an integrated asset management system by This system will replace the current CAPTOR budget system implemented in 1999 as an interim solution and now is due for a major upgrade and/or replacement. The Parking Tags Software Replacement System requires $4.726 million in funding for current and future upgrades, for lifecycle replacement due to changing technology. This system processes parking tickets that generate annual revenues to the City and must be kept current to ensure continued revenue flows and improved customer service. toronto.ca/budget

13 Service Improvements Service Improvement projects account for $8.851 million or 17.3% of the total 10-Year Capital 's investments. The 10-Year Capital includes previously approved funding of $2.345 million to continue work on the Enterprise Performance Management phase (phase 2) of the FPARS project. This phase of the project will implement the technology platform (SAP HANA) and business intelligence and data governance framework to support the development and rollout of automated and integrated performance reporting; forecasting, analytics and predictive modelling tools; self-service analytics and reporting and data visualization for the City. Value realization and project close out activities are being planned for 2019, including change management, training and sustainment activities. The Supply Chain Management Transformation project requires $5.641 million in 2018 to implement SAP Ariba. This project was merged in 2016 with the approved eprocurement Implementation, Supply Chain Management Transformation and Accounts Payable Process Improvements projects. This project will improve customer service to City Programs and their associated vendors, genera ting savings from pooled demand and allowing for an increased number of bids and proposals. The project will also improve productivity by automating the source-to-pay process, improve overall transparency, enhance City Store services through online ordering/inventory tracking and improve contract lifecycle management. This project will enable improved oversight of contract and vendor performance management through automation. Implementation of SAP Ariba will enable the City to move to Category Management and strategic sourcing. The Finance Accounting Systems Transformation (FAST) project requires increased funding in 2018 of $0.500 million. This project is part of the SAP Modernization Roadmap that was adopted as the strategic direction and foundation for the Simply Finance implementation project planned. The opportunities identified in the SAP Value Engineering report provide insight as to the areas in comparison to best practices that is possible for the city to achieve. With greater integration and capacity of Simple Finance, business processes will be streamlined and reduce the number of offline information sources which will improve the quality of information. Legislated and Growth Related Legislated projects total $4.607 million or 9.0% of the total 10-Year Preliminary Capital 's spending. The PCI Compliance project requires funding of $3.432 million in 2018 for Payment Card Industry Data Security Standard (PCI DSS) compliance from DSS 2.0 to the required 3.0 version as the City is subject to PCI DSS compliance standards. The Payment Card Industry (PCI) Compliance project will result in City of Toronto compliance with the standards for organizations that accept, process and/or store credit card paym ents addressing network architecture, applications security, data transport, data storage and access, vulnerability testing as well as defining the areas that require documented processes, policies and standards. toronto.ca/budget

14 2018 Preliminary Capital Budget and Future Year Commitments Included as a sub-set of the 10-Year Capital is the 2018 Preliminary Capital Budget and Future Year Commitments, which consists of 2018 and future year cash flow funding estimates for projects previously approved by Council; adjustments (Scope Change) to those previously approved projects; as well as new projects which collectively, require Council approval to begin, continue or complete capital work. Table 3a below lists the capital projects to be funded by the 2018 Preliminary Capital Budget and associated Future Year Commitments for Financial Services: Table 3a 2018 Cash Flow & Future Year Commitments (In $000s) Total 2018 Cash Flow & FY Commits Expenditures: Previously Approved CATS - Payroll Timesheets Upgrade Electronic Self Service Tax and Utility IAPM - ning and Scoping 2,064 1,906 3,970 Parking Tag Mgmt Software Upgrade ,726 PCI Compliance 3,432 3,432 Fin.. Analysis & Reporting System (FPARS) 2,345 2,345 Risk Mgmt Information System Upgrade Supply Chain Management Transformation (SCMT 1) 2,731 2,731 Tax Billing System 2,730 2,730 2,000 7,460 Tax Increment Financing Implementation Utility Billing System 1,738 1,737 2,000 5,475 Subtotal 16,917 7,779 4,275 28,971 Change in Scope Finance Acct Sys Transformation (FAST) Additional SCMT - Change in Scope 2,910 2,910 Subtotal 3,410 3,410 New w/future Year Employee Service Centre (ESC) Subtotal Total Expenditure 20,582 7,779 4,275 32,636 Financing: Debt/CFC 18,701 5,592 2,000 26,293 Debt Recoverable Other 1,198 1,198 Reserves/Res Funds 595 2,187 2,275 5,057 Development Charges Provincial/Federal Total Financing 20,582 7,779 4,275 32,636 toronto.ca/budget

15 Chart Preliminary Capital by Funding Source (In $000s) The 10-Year Preliminary Capital of $ million will be financed by the following sources: Debt of $ million representing 74.1% of the financing over the 10-year period to fund the following major projects PCI Compliance project ($3.432 million); Integrated Asset ning & Management (3.970 million); Financial ning Analysis & Reporting System (FPARS) ($2.345 million); SAP Upgrades ($4.000 million); and Tax Billing System ($ million) Reserve and Reserve Funds of $ million or 21.0% of required funding over 10 years for the following major projects: Utility Billing System project ($8.289 million); Investment and Debt Management System Upgrade ($1.100 million); and Risk Management Information System Replacement ($1.325 million); Development Charges, which represent $1.263 million or 2.5% of the 10-Year Preliminary Capital Budget's funding, to fund periodic updates to the Development Charges per legislation. Other sources of funding account for $1.198 million or 2.3% of total capital financing: Funding is primarily from Rate Supported Programs for the eligible portion of the Utility Billing System and Electronic Self-Serve Tax and Utility project. toronto.ca/budget

16 10-Year Capital : Net Operating Budget Impact Table 5 Net Operating Impact Summary (In $000s) 2018 Budget Projects $000s Position $000s Position $000s Position $000s Position Previously Approved Supply Chain Management Transformation (SCMT) 2, , , PCI Compliance Total (Net) - - 2, , , The 10-Year Preliminary Capital will increase future year Operating Budgets by $2.948 million net in 2019, as shown in the table above. This is comprised of funding to sustain the Supply Chain Management Transformation project that will require $2.448 million in operating funding for hardware and maintenance, software license and subscription and support expenses in The PCI Compliance project will also require $0.500 million in 2019 to sustain the Card Holder Data Environment (CDE) that processes, stores and/or transmits cardholder data or sensitive payment authentication data. The future operating impacts will be reviewed each year as part of the annual Operating Budget process toronto.ca/budget

17 Part 2 Issues for Discussion toronto.ca/budget

18 Issues Impacting the 2018 Capital Budget Review of Capital Projects and Spending City Council, at its meeting of May 25, 2017 considered the report entitled "2018 Budget Process Budget Directions and Schedule EX25.18" and directed that City Programs and Agencies submit their Capital Budget and s requiring that: annual cash flow funding estimates be examined to more realistically match cash flow spending to project activities and timing, especially in the first 5 years of the Capital 's timeframe. The Preliminary Capital Budget and for Financial Services has been established following a review of capital requirements based on the reprioritization of capital needs; a review of the Program's spending capacity and the readiness to proceed of planned projects; as well as the ability to reduce overall debt funding and/or leverage non-debt funding sources. The 10-Year Preliminary Capital includes the deferral of $4.757 million in 2018 cash flow funding to future years based on project readiness and spending capacity by aligning to actual project timelines and activities. Financial Services had an average annual spending rate over the past five years of 43.5%, inclusive of large scale, multi-year major capital projects such as the Financial ning Analysis & Reporting System (FPARS). The following tables illustrates Financial Services rate of spending from 2012 to 2016 as well as projected year end spending for 2017 Table 6 Capital Spending Rates (In $000s) Spending Category Budget Actual Spending Rate % Budget Actual Spending Rate % Budget Actual Spending Rate % Budget Actual Spending Rate % Budget Actual Spending Rate % Rate 5 Year Budget Projected Actual * Legislated 1, % 1, % % 2, % 4, % 24.5% 4,770 1, % SOGR 5, % 7, % 4, % 7,067 3, % 10,638 5, % 28.9% 10,523 4, % Service Improvement 20,935 16, % 26,071 16, % 15,234 7, % 13, % 13,216 4, % 51.7% 14,041 11, % Growth Related % % % % % 16.7% % Total 27,636 17, % 35,153 17, % 20,754 8, % 23,121 4, % 28,264 10, % 43.5% 29,472 16, % * 2017 Projection based on the 2017 Q3 Capital Variance Report 2017 Spending Rate % toronto.ca/budget

19 ($000s) 2018 Capital Budget Financial Services 40,000 35,000 30,000 25,000 20,000 15,000 10,000 5,000 Chart 5 Capacity to Spend Budget vs. Actual (In $000s) Actual 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Projected Actual* 2018 Preliminary Budget Total Adj. Cfwd from Prior Year Gross Budget Expenditures Actual Spending In establishing the Capital Program, Financial Services projects were reviewed for readiness to spend, dependencies, capacity to deliver and historical spending as part of the IT Integrated Portfolio. Cash flow funding was then adjusted to better align with expected delivery of projects. Timelines and actuals for the Tax and Utility Billing System Upgrade project's funds of $4.000 million was deferred from 2018 to The capacity to spend or move forward on several IT-related projects was primarily hindered by the projects' close connection with other Divisional IT projects and resources, as more of these projects have integrated business processes, data or technology requiring the same subject matter experts to participate in these projects or require the same technical expertise that is in high demand, where available. Despite these dependencies, projects are progressing with completion dates within the first five years of the Capital. Financial Services Capital includes projects for Accounting Services; Payroll, Pension & Employee Benefits; Financial ning; Revenue Services; Corporate Finance; and Purchasing & Materials Management Programs. Projects that Financial Services is responsible for are large, City-wide, complex, require consultation and collaboration with partner/client Programs to ensure business needs are met, processes, data, and technology are integrated, and have significant impact on resources and organizational change. Capital spending for Financial Services' projects will continue to be monitored in 2018, with spending reported quarterly through the City's variance reports and staff will report on any future adjustments as required, as part of the 2019 Budget process. toronto.ca/budget

20 Preliminary Capital vs Debt Targets The Program's 2018 Preliminary Capital Budget and Preliminary Capital is above the debt target over the 10 years. As noted, Financial Services is enhancing the City's capability to further provide realtime financial and management information for program and corporate decision making through business intelligence, analytics and reporting. This is being achieved through investment in information systems to improve business processes allowing for greater efficiencies. These investments are essential to improve customer experience and gain service efficiencies with significant spending requirements occurring in 2018, 2019 and 2020 as shown below: ($000s) Total Preliminary Capital 20,582 7,979 7,214 1, ,275 5,564 3,252 1,718 51,020 Debt Funding Required 18,701 5,792 4,439 1, ,775 2,589 1,402 1,268 37,827 Program Debt Target 12,081 3,886 2,439 1, ,775 2,589 2,098 4,364 31,483 Over/(Under) Debt Target 6,620 1,906 2,000 - (390) (696) (3,096) 6,344 Reporting on Existing Major Capital Projects: Status Update In compliance with the Auditor General's recommendations to strengthen accountability, additional status reporting on all major capital projects is required in order to strengthen accountability, manage risks, improve controls and ensure successful implementation/completion of major capital projects,. The following projects have been reported on a quarterly basis during 2017: The Financial ning Analysis and Reporting System (FPARS) Project ($000s) Total Project Cost Initial Approval Life to Date Expenditures as at Dec 31, Year-End Preliminary Date Approved 2016 Budget Projection* Budget End of Project ned Revised On Budget On Time ,820 51,500 5,973 4,221 2,345-60, G G * Based on 2017 Q3 Capital Variance Report On/Ahead of Schedule G >70% of Approved Project Cost Minor Delay < 6 months Y Between 50% and 70% Significant Delay > 6 months R < 50% or > 100% of Approved Project Cost Project Scope: The Financial ning Analysis and Reporting System (FPARS) Project is a complex, large scale, enterprise business transformation and technology project, utilizing new SAP technologies to support the City's transition towards a service-based and performance focused organization. The FPARS project includes two major phases: Projection to End Date Establishment of multi-year service-based planning and budgeting by implementing SAP's Public Budget Formulation (PBF), Reporting Analytics, and Complement ning and Management functionality as well as re-engineering accounting and payroll transactional processes through SAP's Enterprise Central Component (ECC) and performance to form the basis for planning, budgeting, reporting and evaluating City Services as in Program Maps. Implementation of Enterprise Performance Management (EPM) functionality to deliver analytics, forecasting, predictive modelling, data validation, reporting and score-carding solutions for the City. The solution suite is to enable Programs to manage their performance in order to plan, budget, monitor, and analyze their business more effectively by providing the capacity to forecast, model and asses performance while utilizing aggregated and disaggregated data for business intelligence, analytics and solutions to improve efficiency and effectiveness of service delivery. With a shared purpose, real time information where ever possible, easy to use tools and streamlined processes, it will be much simpler to align Program outcomes with the City's overall strategies. Through toronto.ca/budget

21 increased insight, and access to the right information at the right time, the solution will provide the organization with fact-based guidance for value-based decision making. Project Deliverables and Status: Phase 1 PBF Implementation completed in May 2015 and is in sustainment mode. Deliverables completed in Phase 1 are: 1. Service Inventory for City Programs City's Service Inventory includes 155 distinct services offered to the public to support direct service delivery and good governance. Service inventory is the basis for organizing information in the City. It has been used to align key information initiatives including multi-year Service ning and Budget, performance measures and customer service initiative such as Web-Revitalization. 2. Service ning FPARS has completed technical work in PBF that enables the entry of service planning information (e.g. strategic goals, service objectives targets and priority actions) for reporting purposes. 3. Multi-Year Service-Based Budgeting An upgraded version of PBF (8.1) has been released, including new functionality (Audit and Reporting), as well as enhanced business intelligence reporting and analytics. 4. Processes to Organize Financial, Complement and Performance Data in a Service View Development of further dynamic reporting capabilities, including HR vacancy reports and detailed payroll reports that support planning and strategic workforce information and reporting needs. 5. Processes and Tools to Analyze and Report on Service Performance and Results Advanced training on reporting has been provided in order to leverage PBF, new HR and payroll reports to their fullest potential. The SPIRIT dashboard has been launched in 2016 for use by Program Management for monitoring and reporting. Training has been provided to all City Program Areas, including senior management, on the dashboard's data, capabilities and utilization. Phase 2 Enterprise Performance Management (EPM) will further leverage service information in order to organize, integrate, automate, and analyze performance measures, processes, and systems to drive successful business performance results. Through EPM, the team will be leveraging automation tools, for capturing performance measurement and service and financial data, and utilizing this information for forecasting, simulating and reporting purposes. Discovery work is underway to define requirements, leading to a Proof of Concept (Fit Gap) and implementation of the best toolsets to automate performance management process in Phase 2 deliverables include: 1. Foundational BI & Data Governance To develop Data Governance and common Business Intelligence Framework across the City of Toronto in partnership with Information & Technology staff. 2. Performance Inventory Organize, integrate, automate, and analyze performance measures, processes, and systems to drive the successful business performance results that will support monitoring, evaluating and reporting. toronto.ca/budget

22 3. Automation/Technology Implement with HANA the latest tools and expert resources, to improve performance and provide capability to users to use forecast data analytics and reporting capabilities 4. SAP Reporting Strategy (Self Service Analytics & Reporting Capability) Analyze existing SAP reports and develop new consolidated BI reports 5. Forecasting, Analytics & Predictive Modelling Toolsets Develop strategy, plan and implement predictive modelling and analytic tools for forecasting 6. Data Visualization Through Dashboards & Scorecards Develop and implement strategy through latest technology in order to develop self-service reports to City staff and the public. Financial Update: As of December 31, 2016, total cumulative expenses incurred since the inception of the project was $ million with an additional $4.221 million projected to be spent by the end of The 2018 cash flow funding totals $2.345 million and includes $1.745 million in funds carried over from Payroll Timesheets Upgrade project (CATS) ($000s) Total Project Cost Initial Approval Life to Date Expenditures as at Dec 31, Year-End Preliminary Date Approved 2016 Budget Projection* Budget End of Project ned Revised On Budget On Time ,540 5,931 1, , G G * Based on 2017 Q3 Capital Variance Report On/Ahead of Schedule G >70% of Approved Project Cost Minor Delay < 6 months Y Between 50% and 70% Significant Delay > 6 months R < 50% or > 100% of Approved Project Cost The Payroll Timesheets Upgrade project (CATS) is a state of good repair project to replace the City's current time entry application which is heavily customized, outdated and no longer supported by SAP. CATS is current SAP best practice and will provide a secure, sustainable and fully supported application that will be a single point of integration with a time, attendance and scheduling solution. The CATS Implementation project with an overall project cost of $7.540 million was successfully implemented in production as schedule on September 14, The 45 day post go-live support and warranty period ended October 30th, The transition and hand-over to the City sustainment team for the CATS solution was completed on October 28th, The roll out of Employee Self Service & Manager Self Service for time reporting functions is being piloted to selected City Programs. Spending to the end of 2017 is expected to be $0.700 million and the project is expected to be on budget. Financial Update: Projection to End Date As of December 31, 2016, total cumulative expenses incurred since the inception of the project was $5.931 million with an additional $1.610 million projected to be spent by the end of The 10-Year Capital includes $0.909 million to carry out a city wide rollout of the "Employee Self-time Reporting" to individual divisions, sections and units. toronto.ca/budget

23 Issues Impacting the 10-Year Capital Budget The Supply Chain Management Transformation (SCMT) Project: Implementation The SCMT project is a complex, large-scale, enterprise business transformation and technology project, implementing SAP's Software-as-a-Service Cloud Solution known as SAP Ariba. This project will enable a number of modules within SAP Ariba and enhance the City's use of the existing SAP-ECC system enabling the Purchasing and Materials Management Division (PMMD) and Accounting Services to capitalize on business process efficiencies. It represents a core component to improve the efficiency and effectiveness of the City's Purchasing and Materials Management purchases across the City. The implementation of new technology to automate the procurement process is a core component to enable PMMD's Category Management/Strategic Sourcing and Operational Transformation which will move PMMD from a transaction focused service to one that provides strategic valued added service to City Divisions. This project is also a foundation for the City's Shared Services Project. The project will: Improve customer service to City Programs and their associated vendors, generate savings from pooled demand; Improve the overall quality and timeliness of the City's procurement process, which is expected to generate greater quality and value within future procurement agreements. The procurement and accounts payable streamlining with the new vendor will automate source-to-pay activities that are currently highly manual and labour intensive, and will reduce/remove bottlenecks from current business practices; Enhance the quality and the number of bids and proposals received; Result in a decrease in total cycle time to conduct competitive calls and drive an improvement in service delivery by PMMD where client Programs will be able to obtain their contracts in a more timely fashion; Enhance materials management functionality within the current SAP platform and is projected to improve City Stores capability and expand current service, which will involve enabling City Stores processes with web ordering for internal customers and more consistent and reliable practices to supply materials from central stores to internal customers throughout the City; Enable Accounts Payable to offer dynamic discounting to Vendors where the City can see savings on paying invoices if the City pays faster; Improve overall transparency and accountability in the procurement process through the use of a centralized database and enhanced reporting; Improve oversight of contract and vendor performance management through automation; Enable the City to move to Category Management and Strategic Sourcing. The City and SAP Canada have recently concluded the Master Cloud Services Agreement and Order Form for SAP Ariba to begin implementation of the Project in Based on cost benefit analyses, cost/service efficiency savings for PMMD is estimated at approximately 127 hours per FTE (or equivalent to 2.6 buyers). Additional savings are expected across the organization as the expected as the project is implemented. Increasing the ability to capture discounts for early invoice payments may produce an additional savings of approximately $0.200 million to $0.300 million. Cost recovery from SAP Maintenance costs (unused software) - $2.497 million or $0.500 million per year over 5 years. Could reduce the procurement cycle time by up to 65% as evidenced by the Province when they implemented their procurement solution. toronto.ca/budget

24 Appendices toronto.ca/budget

25 2017 Key Accomplishments Appendix Performance In 2017, Financial Services made significant progress and/or accomplished the following: Financial ning, Analysis & Reporting System (FPARS) project: Continue the close-out phase, working on functionality fixes and improvements, value realization and on finding system and process improvements Continue Phase 2 Enterprise Performance Measurement (EPM) Supply Chain Management Transformation (SCMT) Sourcing and Contract Management modules have been configured and are being prepared for unit and User Acceptance testing Finance Accounting Systems Transformation (FAST) Development of key project documents such as the project charter, requirements/scope documentation, and business process review 2017 Financial Performance 2017 Budget Variance Analysis (in $000's) 2017 Budget As of Sept. 30, 2017 Projected Actuals at Year-End Unspent Balance $ $ % Spent $ % Spent $ Unspent % Unspent For additional information regarding the 2017 Q3 capital variances and year-end projections for Financial Services, please refer to the attached link for the report entitled "Capital Variance Report for the Nine-Month Period Ended September 30, 2017" considered by City Council at its meeting on November 27, Impact of the 2017 Capital Variance on the 2018 Preliminary Capital Budget As a result of delays in the capital projects, as described in the 2017 Q3 Capital Variance Report, funding of $4.757 million is being carried forward to the 2018 Preliminary Capital Budget to continue the capital work. A detailed review of the Preliminary Capital Budget and has been conducted and the necessary adjustments have been made to the timing of cash flow funding for major capital projects such as Supply Chain Management Transformation, PCI Compliance, Financial ning Analysis & Reporting System, and Integrated Asset ning Management which are the major contributors to annual under expenditures. By deferring the cash flow funding to future years, the 2018 Preliminary Capital Budget reflects readiness to proceed and will lead to a higher rate of spending.. 29,472 7, % 16, % 12, % * Based on 2017 Q3 Capital Variance Report toronto.ca/budget